Robbins & Judge (2009)

Organizational Behaviour 13th Edition

Chapter 13

Contemporary Issues in Leadership

© 2009 Prentice-Hall Inc. All rights reserved. Bob Stretch

Southwestern College

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Chapter Learning Objectives

After studying this chapter, you should be able to:

Show how framing influences leadership effectiveness.

Define charismatic leadership and show how it influences followers.

Contrast transformational with transactional leadership and discuss how transformational leadership works.

Define authentic leadership and show why ethics and trust are vital to effective leadership.

Identify the three types of trust.

Demonstrate the importance of mentoring, self-leadership, and virtual leadership to our understanding of leadership.

Identify when leadership may not be necessary.

Explain how to find and create effective leaders.

Assess whether charismatic and transformational leadership generalizes across cultures.

Leadership is …

Leadership Management

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What is Charisma?

A quality of an individual personality, by virtue of which s/he is set apart from ordinary people and treated as endowed with supernatural, superhuman, or exceptional powers or qualities.

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Charismatic Leadership Theory (R. House)

Four Characteristics of Charismatic Leaders

Have a Vision

Sensitive to

followers’ needs

Willing to take risks

to achieve the vision

Exhibit extraordinary

behaviours

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Are Charismatic Leaders Born or Made?

Charisma is a gift or power of leadership

Charismatic leaders are more likely to be:-

‡ Extroverts, Self-confident, and Achievement-Oriented

‡ Role models for the beliefs and values they want their

followers to adopt

‡ Demonstrate ability that elicits the respect of followers

‡ Influence others through their personal competence

‡ Have ideological goals with moral overtones

‡ Communicate high expectations for their followers

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Three-Step Recipe to Charisma

Develop an aura of charisma by maintaining an

optimistic view.

Draw others in by creating a bond that inspires

others to follow.

Bring out the potential followers by tapping into

their emotions.

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How Charismatic Leaders Influence Followers

1 •Leader articulates an attractive vision.

2

•Leader communicates high performance

expectations and confidence in follower ability.

3

•Leader conveys a new set of values by setting

an example.

4

•Leader engages in emotion-inducing and unconventional

behaviour to demonstrate convictions about the vision.

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The Dark Side of Charisma

Ego-driven charismatic leaders allow their self-interest

and personal goals to override the organization’s goals.

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Charisma Works Best When:

The follower’s task has an ideological component.

There is a lot of stress and uncertainty in the

environment.

The leader is at the upper hierarchical level.

Followers have low self-esteem and self-worth.

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K. Lewin Leadership Behaviour Theory

Autocratic

Democratic

Laissez-Faire

Lewin Leadership

Theory

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Autocratic Leadership

Dominating the group

Tight control of group activities

Decisions are made by the leader

Legitimate and coercive power

Often leads to lack of morale and

dependent talent

May be effective stressful situations

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Democratic Leadership

13

Working with and through people to set objectives

and determine policy

Emphasis is placed on airing all differing views, with

the group usually following the views of the majority

Actively involved in keeping the group on track and

leading the discussions

Increases group morale and group orientation

Consensus seeking may slow down group process

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Laissez-faire Leadership

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Laissez-faire leaders take a minimal role in setting or

reaching goals

Initiative is left to group members

Group seems more like a collection of equal

individuals

Group processes often slowed down by chaos,

uncertainty and a lack of group orientation

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Transactional Versus Transformational Leadership

Transactional Leader

‡ Guides or motivates followers in the direction of

established goals by clarifying role and task requirements.

‡ Builds on man’s need to get a job done and make a living

‡ Is preoccupied with power and position and focuses on

tactics

‡ Relies on human relations to lubricate human interactions

‡ Supports structures and systems that reinforce the bottom

line, maximise efficiency, and guarantee short-term profits

Comparison of Transactional and Transformational Leadership (Covey, 1992)

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Transactional Versus Transformational Leadership

Transformational Leader

‡ Inspires followers to transcend their own self-interests for

the good of the organization via their profound and

extraordinary effect on followers.

‡ Builds on a man’s need for meaning

‡ Is preoccupied with purposes and values, morals, and

ethics

‡ Is orientated toward long-term goals without compromising

human values and principles

‡ Focuses more on missions and strategies

‡ Identifies human potential and talent

‡ Designs and redesigns meaningful and challenging jobs

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Contingency/Situational Leadership

Most researchers today conclude that no one

leadership style is right for every manager under all

circumstances.

Instead, contingency-situational theories were

developed to indicate that the style to be used is

contingent upon such factors as the situation, the

people, the the task, the organisation, and other

environmental variables.

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Leadership and Trust

The positive expectation

that another person will

not act opportunistically.

Composed of a blend of

familiarity and willingness

to take a risk.

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Five Key Dimensions of Trust

Integrity

Consistency

Openness

Competence

Loyalty

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Five Key Dimensions of Trust

• Honesty and truthfulness.

Integrity

• Technical and interpersonal knowledge and skills.

Competence

• Reliability, predictability, and good judgment in handling situations.

Consistency

• The willingness to protect and save face for another person.

Loyalty

• Reliance on the person to give you the full truth.

Openness

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Deterrence-Based Trust

Trust based on fear of reprisal if the trust is violated.

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Knowledge-Based Trust

Trust based on behavioural

predictability that comes

from a history of interaction.

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Identification-Based Trust

Trust based on a mutual

understanding of one

another’s intentions and

appreciation of the

other’s wants and desires.

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Contemporary Leadership Roles

Mentoring

Self-Leadership

Virtual Leadership

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Leader’s Role: Mentoring Giving and receiving wisdom in an atmosphere of

openness, communication & loyalty where

nonviolent, win/win solutions can be created for both

Mentor and Mentee.

A mentor is a senior employee who sponsors and

supports a less-experienced employee (a protégé).

Good teachers present ideas clearly, listen, and

empathize, provide support, love & concern,

guidance, protection and blessing.

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Leaders as a Mentor

A person who gently

guides and nurtures the

growth of the others

during various stages of

their development

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Functions of Mentoring

Career Functions

Coaching, Assisting, Protecting, Sponsoring, and

Acting as a board for ideas.

Psychosocial Functions

Counselling, Sharing personal experience, Providing

friendship and acceptance, and acting as a role model.

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Self-Leadership

A set of processes through which individuals control their own behaviours.

Effective leaders “super-leaders” help followers to lead themselves.

To engage in self-leadership:

‡ Make a mental chart of your colleagues

‡ Focus on influencing and not on controlling

‡ Create opportunities; do not wait for them

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Online (Virtual) Leadership

The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions.

There is no supporting context to assist the receiver with interpretation of an electronic communication.

The structure and tone of electronic messages can strongly affect the response of receivers.

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Finding and Creating Effective Leaders Leader Selection

‡ Review specific requirements for the job

‡ Use tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligence

‡ Conduct personal interviews to determine candidate’s fit with the job

‡ Keep a list of potential candidates

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Finding and Creating Effective Leaders

Leader Training

‡ Recognize that all people are not equally trainable

‡ Teach skills that are necessary for employees to become effective leaders

‡ Provide behavioral training to increase the development potential of nascent charismatic employees

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Ten Qualities a Leader Must Have

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Summary and Managerial Implications

Companies are looking for transformational leaders – even if they only “look the part”

Transformational style crosses borders reasonably well

Effective managers must build trust with those they lead

Leadership selection and training are important to long-term success